Perception, Personality, and Emotions

Perception,
Personality, and
Emotions
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.
Copyright © 2003 Pearson Education Canada Inc.
Chapter Outline
• What Is Perception, and Why Is It Important?
• Factors Influencing Perception
• Perception and Judgement: Attribution Theory
• Frequently Used Shortcuts in Judging Others
• Personality
• Emotions
Perception
and Personality, and Emotions
Questions for Consideration
Questions for Consideration
• What is perception, and why is it important for
understanding the workplace?
• To what extent does personality affect
behaviour?
• Does understanding emotions lead to better
understanding of how people interact?
Perception
• What Is Perception?
– A process by which individuals organize and
interpret their sensory impressions in order to give
meaning to their environment.
• Why Is it Important?
– Because people’s behaviour is based on their
perception of what reality is, not on reality itself.
– The world as it is perceived is the world that is
behaviourally important.
Why We Study Perceptions
• We study this topic to better understand how

people make attributions about events.
• We don’t see reality. We interpret what we see
and call it reality.
• The attribution process guides our behaviour,
regardless of the truth of the attribution.
Factors Influencing Perception
• The Perceiver
• The Target
• The Situation
Exhibit 2-1 Figure-Ground
Illustrations
Exhibit 2-2 Factors that
Influence Perception
The Situation
• Time
• Work setting The Perceiver
• Social setting
• Attitudes
• Motives
• Interests
Perception
• Experience
• Expectations
The Target
• Novelty
• Motion
• Sounds
• Size
• Background
• Proximity
Factors Affecting Judgment
• Attribution Theory
• Perceptual Errors
– Selective Perception
– Halo Effect
– Contrast Effects
– Projection
– Stereotyping
Attribution Theory
• When individuals observe behaviour, they
attempt to determine whether it is internally or
externally caused.
– Distinctiveness
• Does individual act the same way in other
situations?
– Consensus
• Does individual act the same as others in same
situation?
– Consistency
• Does the individual act the same way over time?
Exhibit 2-3 Attribution Theory
Attribution
Observation Interpretation
of cause
High
External
Distinctiveness
Low
Internal
High
External
Individual
Consensus
behaviour
Low Internal
High
Internal
Consistency
Low
External
Perceptual Errors
• Selective Perception
– People selectively interpret what they see based on
their interests, background, experience, and
attitudes
• Halo Effect
– Drawing a general impression about an individual
based on a single characteristic
• Contrast Effects
– A person’s evaluation is affected by comparisons
with other individuals recently encountered
Perceptual Errors
• Projection
– Attributing one’s own characteristics to other
people
• Stereotyping
– Judging someone on the basis of your
perception of the group to which that person
belongs
Personality
The sum total of ways in which an individual react
and interacts with others.
• Personality Determinants
– Heredity
– Environment
– Situation
• Personality Traits
– Enduring characteristics that describe an
individual’s behaviour
• The Myers-Briggs Type Indicator (MBTI)
• The Big Five Model
Exhibit 2-4 Sixteen Primary
Personality Traits
1. Reserved vs. Outgoing
2. Less intelligent vs. More intelligent
3. Affected by feelings vs. Emotionally stable
4. Submissive vs. Dominant
5. Serious vs. Happy-go-lucky
6. Expedient vs. Conscientious
7. Timid vs. Venturesome
8. Tough-minded vs. Sensitive
9. Trusting vs. Suspicious
10. Practical vs. Imaginative
11. Forthright vs. Shrewd
12. Self-assured vs. Apprehensive
13. Conservative vs. Experimenting
14. Group-dependent vs. Self-sufficient
15. Uncontrolled vs. Controlled
16. Relaxed vs. Tense
The Big Five ModelExhibit 2-6
Big Five Personality Factors
and Performance
• Classifications
– Extroversion
– Agreeableness
– Conscientiousness
– Emotional Stability
– Openness to Experience
Major Personality Attributes
Influencing OB
• Locus of Control
• Machiavellianism
• Self-Esteem
• Self-Monitoring
• Risk Taking
• Type A Personality
• Type B Personality
Locus of Control
• The degree to which people believe they
are in control of their own fate
– Internals
• Individuals who believe that they
control what happens to them
– Externals
• Individuals who believe that what
happens to them is controlled by outside
forces such as luck or chance
Machiavellianism
• Degree to which an individual is
pragmatic, maintains emotional distance,
and believes that ends can justify means
Self-Esteem
• Individuals’ degree of liking or disliking
of themselves
Self-Monitoring
• A personality trait that measures an
individual’s ability to adjust behaviour to
external situational factors
Risk-Taking
• Refers to a person’s willingness to take
chances or risks
Type A Personality
– Always moving, walking, and eating rapidly.
– Feel impatient with the rate at which most
events take place.
– Strive to think or do two or more things at
once.
– Cannot cope with leisure time.
– Are obsessed with numbers, measuring their
success in terms of how many or how much
of everything they acquire.
Type B Personality
– Never suffer from a sense of time urgency
with its accompanying impatience.
– Feel no need to display or discuss either their
achievements or accomplishments unless
such exposure is demanded by the situation.
– Play for fun and relaxation, rather than to
exhibit their superiority at any cost.
– Can relax without guilt.
Achieving Personality Fit
• Person-Job Fit
– Identifies six personality types and proposes
that the fit between personality type and
occupational environment determines
satisfaction and turnover.
• Person-Organization Fit
– Argues that people leave organizations that
are not compatible with their
personalitiesExhibit 2-7
Personality-Job FitExhibit 2-8 Relationships
What Are Emotions?
• Three related terms:
– Affect
• A broad range of feelings that people experience.
– Emotions
• Intense feelings that are directed at someone or
something.
– Moods
• Feelings that tend to be less intense than
emotions and that lack a contextual stimulus.
Choosing Emotions: Emotional
Labour
• When an employee expresses organizationally
desired emotions during interpersonal
interactions.
• Employees can experience a conflict between
– Felt emotions
• An individual’s actual emotions
– Displayed emotions
• Emotions that are organizationally required and
considered appropriate in a given job.
Gender and Emotions
• Differences
– Women show greater emotional expression
than men
– Women experience emotions more intensely
– Women display more frequent expressions of
all emotions, except anger
Gender and Emotions
• Explanations
– Men and women socialized differently
• Men: tough and brave; Women: nurturing.
– Women may have more innate ability to read others
and present their emotions than do men.
– Women may have a greater need for social approval
and thus show more positive emotions like
happiness.
Emotional Intelligence
• Noncognitive skills, capabilities, and
competencies that influence a person's ability to
succeed in coping with environmental demands
and pressures
• Five dimensions
– Self-awareness
– Self-management
– Self-motivation
– Empathy
– Social skills
Negative Workplace Emotions
• Negative emotions can lead to a number
of deviant workplace behaviours. They
fall in categories such as:
– Production (leaving early, intentionally
working slowly)
– Property (stealing, sabotage)
– Political (gossiping, blaming co-workers)
– Personal aggression (sexual harassment,
verbal abuse)
Summary and Implications
• Perception
– Individuals behave based not on the way their
external environment actually is but, rather, on what
they see or believe it to be
– Evidence suggests that what individuals perceive
from their work situation will influence their
productivity more than will the situation itself
– Absenteeism, turnover, and job satisfaction are also
reactions to the individual’s perceptions
Summary and Implications
• Personality
– Personality helps us predict behaviour
– Personality can help match people to jobs, to some
extent at least
• Emotions
– Can hinder performance, especially negative
emotions
– Can also enhance performance

Perception, Personality, and Emotions

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Perception,

• We study this topic to better understand how

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